RA Revisited 270911 DSM Aloys Kregting
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RA Revisited 270911 DSM Aloys Kregting

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Ricoh Academy Revisited bijeenkomst bij DSM met het thema Chaning Business Models & Innovation. Een gevarieerd programma met mooie sprekers. Sustainability & Alliances als rode draad door het ...

Ricoh Academy Revisited bijeenkomst bij DSM met het thema Chaning Business Models & Innovation. Een gevarieerd programma met mooie sprekers. Sustainability & Alliances als rode draad door het programma.

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RA Revisited 270911 DSM Aloys Kregting RA Revisited 270911 DSM Aloys Kregting Presentation Transcript

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  • The 3 streams… Physical flow of goods Financial flow Information flow
  • Innovation and IT
    • If you desire to become an Intrinsic Innovative Company, also the functions within the Company need to be Innovative
    • IT can have impact on Innovation in Physical flow, Finance Flow and of course the Information Flow
    • Besides that: Innovation = Creativity * Collaboration
  • Desired end-state
    • CSD fully supported
    • Internal & External collaboration capabilities
    • Personnel and business performance management
    • Personalized information (anyplace, anytime, any device)
    • High Performance Information Culture
    • Internationally integrated ICT function
  • Long terms perspective
    • If we are able to accomplish better information and knowledge sharing and efficiency in our work we will shorten time to market for DSM’s products .
    • If we are able to help DSM professionals to harness group level knowledge instead of fragmented knowledge this could drive innovation within DSM . Now we will have a great opportunity to improve cross-functional and cross-national collaboration . Even beyond the borders of our company…
    • DSM is growing, changing and this means more data- and information production. We need to anticipate to organizational change and growth . In this way we will be able to sustain DSM’s future growth .
  • Why DSM need to move Collaboration online?
    • Collaborative platforms can boost knowledge, productivity, innovation and engagement
    Knowledge Engagement Productivity Innovation Collaboration
  • Increased number of network innovations
    • Trend from single inventor to team inventions to network inventions (Schiele, 2006)
    • 1990s: only 20% of companies were heavily relying on external sources of technology
    • 2000: 85% of the companies were relying on external sources of technology (Roberts, 2001)
    • Even the largest corporations are not able to keep up with global development of crucial technologies by developing them without partners
    • (Pisano and Verganti, 2008; Chesbrough, 2003; Hoffmann and Schaper-Rinkel, 2001; Teece 1992)
    • “Increasing capabilities of external suppliers make that companies are increasingly looking outside the boundaries of their R&D functions to find innovations that contribute to their business model” (Chesbrough, 2003)
    • Increased outsourcing of complete business functions, including innovation activities (European commission 2005)
  • Learning from Digital Natives
    • The next generations of employees communicate and collaborate electronically far more than the current generation.
    • New generation thinks and process information fundamentally differently from their predecessors
    • As a result, collaboration has a bright future in the enterprise.
    Anticipating possible developments: The only question is whether employees will want to use company-administered and –directed tools to collaborate or whether they will gravitate to more informal, grassroots solutions that allow contributions from people outside the company as well.
  • BASF: Building Communities Around Solutions Community Solutions Portal Transaction Portal
  • Extending Value Through Intermediaries Customer Intermediary Enterprise
  • Home Depot: Connecting to Solve Problems
  • Information Enables New Consumption Models Car Ownership Car Sharing
  •